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Cooperation and Team Questionnaire
User Manual
CoTeQ is an online based tool to support daily business routines.
It was developed in the course of a joint research project entitled
‘TRUST’. The project is funded by the German Federal Ministry of
Education and Research (BMBF) and the European Social Fund
(ESF). ‘TRUST’ is conducted in cooperation with research and
business partners under the consortial direction of Prof. Dr. Rudi
Schmiede at the Institute for Sociology at the Technical University
Darmstadt from 2009 until 2012. Please find further information
about the project under www.trust-teamwork.de.
CoTeQ was developed by the Fraunhofer Institute for Industrial Engineering (IAO) Stuttgart,
the Institute for Social Research (ISF) München and the Institute for Sociology at the Technical
University Darmstadt. These Institutes are responsible for the content of this user manual.
CoTeQ – Unser Manual. Darmstadt 2012
Funded by
Table of contents
I. What is the 'Cooperation and Team Questionnaire' (CoTeQ)? ....................................................... 4
II. How do I use CoTeQ? ...................................................................................................................... 6
III. Interpreting the survey scores and dealing with project matters that require action! ................ 8
IV. Terms of Use, Data Protection .................................................................................................... 22
Structure of this manual and reading cues
In the first chapter, this user manual introduces you into the basic idea and concepts of the
CoTeQ. During the course of the second chapter, it is shown how to use the tool. In the third
chapter interpretation guidelines are given to evaluate the survey data. However, depending
on how familiar you are with the CoTeQ you may skip the first two chapters and solely draw
on the third chapter while discussing the data within the team.
I. What is the 'Cooperation and Team Questionnaire' (CoTeQ)?
The team knows itself best!
Dear User,
CoTeQ poses 20 questions to the project
staff. According to the dimension, these
questions will then be assigned to twelve
axes, as shown in the picture above.
'CoTeQ' stands for 'Cooperation and Team
Questionnaire'. CoTeQ serves as an analysis-tool for project teams that work together in a cooperation. With CoTeQ it is
possible to conduct a very quick and simple
survey among project members concerning
the quality of their cooperation. It is also
possible to regularly accomplish a 'QuickCheck'. CoTeQ deals with the following cooperation dimensions:
We do not want to give the impression that
by applying CoTeQ, it is possible to measure the exact quality of a given cooperation
or of an everyday situation in work life.
Common evaluation methods, auditing
techniques, and benchmarking procedures
do not adapt typical everyday situations in
a work project accurately. Often, results
provided by such tools are not worth the
required efforts and costs.
1. Skills
Skills
1.
12.Benefit
Benefit
12.
11.
Social
11. Social
Climate
Climate
10.Trust
Trust
10.
66
44
2
2
2.
2. Commitment
Commitment
3.
3. The
TheProject
Project
Team's
Team'sImage
Image
0
0
9. Personal
9. Personal
Contacts
Contacts
8. Flexibility
8. Flexibility
7. Interfaces &
7. Interfaces &
Responsibilities
4.
4.CommuniCommunication
cation
5. Cultural
5. Cultural
Aspects
6. DataAspects
6. Data
Exchange
Exchange
Despite, or maybe because of that fact,
CoTeQ has great potential!
4
What is CoTeQ?
CoTeQ is a digital check-list that allows you
to organize and reflect on a cooperation project in a more structured manner.
Nevertheless, CoTeQ does not compensate
constructive criticism among colleagues, nor
does this questionnaire replace an open discussion and the power of judgment within
the cooperation.
CoTeQ picks out different subject-matters
that need to be considered when building a
collaborative, trust-based working atmosphere. These items result from our empirical
research on everyday situations in cooperation projects. From our point of view, these
questions affect a cooperation as much as
technical issues or budget matters.
Evaluating a collaborative working atmosphere always depends most on its staff
members and their lively debate. The team
knows itself best!
Furthermore, which actions are required in
order to establish a trust-based collaboration,
can only be determined from case to case
and project-specifically.
With CoTeQ it is possible to highlight human
and social factors of collaborative working
situations that prove to be both enriching
and challenging. Thus, CoTeQ touches on
critical 'soft' aspects of a cooperation project.
CoTeQ offers 'food for thought', and simplistic ideas that are useful to be considered
when trying to solve problems on the operational level.
How do I get access to CoTeQ?
CoTeQ is available on https://www.trust.iao.fraunhofer.de/admin/index.php
What am I required to do?
CoTeQ is an online-based tool and very easy to apply. It is not necessary to install
software of any kind on your PC. The usage of CoTeQ is free of charge. The steps
which have to be taken in order to integrate CoTeQ in your project management
activities are described in the following.
5
II. How do I use CoTeQ?
Step 1: Register as a CoTeQ-user
Make use of CoTeQ for you project team by registering at https://www.trust.iao.fraunhofer.de. (The
person creating the account will automatically be
the administrator.)
All you need to do is provide a valid e-mail-address.
CoTeQ will then send you the registration details.
Please follow the confirmation link so that your registration is complete!
Step 2: Create a CoTeQ-Project and Assign
Participants
Once you have registered, you can get
started. Enlist all project members that participate in the CoTeQ-survey by entering their
e-mail-addresses.
You will also need to provide some basic data
on your cooperation project so that a CoTeQevaluation can be carried out effectively.
Step 3: Conducting the Survey
The CoTeQ-survey will be distributed to all
participants via e-mail.
The survey contains 20 questions covering the
12 dimensions presented in section I. Participants can reply anonymously by simply clicking on a seven-point-scale.
This procedure will not take more than 10
minutes.
6
1. Skills
Step 4: Completing the Survey
12. Benefit
11. Social
Climate
Once all responses are submitted, CoTeQ will
analyze and chart the project team's statements. A Kiviat graph represents average
scores on eleven different axes. Along with the
Kiviat graph, additional data will be provided
to round out the evaluation results.
6
2. Commitment
4
2
10. Trust
0
9. Personal
Contacts
8. Flexibility
3. The Project
Team's Image
4. Communication
5. Cultural
Aspects
6. Data
Exchange
7. Interfaces &
Responsibilities
Step 5: Discussion of results
For the project team to view the survey's results, the administrator needs to grant access.
It is advisable to arrange a team meeting for
further discussion of the results.
Both, the CoTeQ-tool (online) as well as this
manual offer assistance in interpreting the
results.
Step 6: Follow-up surveys
CoTeQ allows you to run follow-up surveys.
Your project team's scores obtained in each
run through are automatically saved. Given
that a survey is to be conducted again at a
later point in time, this enables a project team
to compare results. And, thereby it is possible
to monitor the quality of cooperation in the
course of time.
Data Protection
Please make sure that all participants are informed about the following hint:
In order to use CoTeQ effectively, please bear in mind that this tool depends strongly on its users'
honest responses!
CoTeQ users can be certain that any data concerning the project as well as personal information given
in the survey will remain anonymous. Therefore, no project member can be tracked by his personal
statements. Given this fact, you may honestly give your own opinion without constraint.
7
III. Interpreting the survey scores and dealing with project
matters that require action!
These guidelines assist you in understanding the different dimensions of cooperation that
CoTeQ picks out in order to measure the quality of cooperation. The dimensions are:
1. Skills
12. Benefits
2. Commitment
11. Social
Climate
3. The ProjectTeam's Image
4. Communication
10. Trust
5. Cultural Aspects
9. Personal
Contacts
6. Data Exchange
8. Flexibility
7. Interfaces &
Responsibilities
In this chapter, we will elaborate briefly on each of the eleven dimensions. You will also get
to know, how to interpret your CoTeQ-score properly. We do not intend to tell you exactly
what actions need to be taken in certain areas. We can only make a few recommendations
and encourage a constructive debate among project staff.
Remember: The team knows itself best!
8
1. Skills
CoTeQ-Questions: ‚How would you assess your project partners' technical skills?’ and
’How well do the project partners' skills complement each other?’
Explanation
A good and effective cooperation depends strongly on the skills and competencies of the team members involved in the
project. If skills and competencies are allocated reasonably, then a successful and trust-based collaboration is possible.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
You could...
•
identify and display the team members' skills
and competencies, as well as personal attributes
of all team members. Then find out how well
they fit together for the project.
•
Team members doubt that their colleagues have
sufficient technical skills.
•
The team requires specific competencies that
are necessary in order to work effectively.
•
•
Competencies could be cast double and therefore lead to differences in opinion among team
members.
in inter-organizational projects: schedule a
meeting with all project partners to discuss the
composition of the project team.
•
for internal projects: re-think the current composition of the project team together with managers from the different divisions and/or company sites.
•
take measures in order to develop the project
team's skills and competencies (if necessary in
addition to human resources development).
Conclusion: A team's performance is based on the coordination of the project members' skills and competencies!
9
2. Commitment
CoTeQ-Question: ‘Please assess your project partners' commitment.’
Explanation
In order to achieve a trust-based and successful collaboration, there needs to be a give-and-take relationship concerning project
partners' commitment. Collaborative work will only take place, if all team members commit themselves equally to the project's
success. Many times, problems arise in the course of a project if one party is either under the impression that they are contributing more than the other team members, or if there actually is an imbalance regarding different partners' commitment. Thus,
each party collaborating in the project needs to be certain to receive a quid pro quo from the other project partners.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score in
this area, the possible reasons are:
Depending on your analysis-score you should...
•
In the course of a project it can occur that an 'usversus-them'-mentality has formed between different project parties, e.g. persons, groups, divisions, sites, or even companies.
•
It may occur that team members show insufficient
commitment due to strong competition among
project partners. A situation of competition either
really exists, or team members have the impression of a competitive atmosphere in the project. In
either case, it can have a negative impact on the
quality of cooperation in the project.
•
•
consider how to strengthen the group identity
within the team. (You could organize team building
events such as a joint workshop or designing a
poster together for the project together.)
•
consider how to emphasize the necessity for a cooperation and underline the advantages of a successful collaboration. It must be your goal to
achieve a strong and clear commitment among all
project partners.
•
consider how to improve communication within
the project team so that each member's contributions become more apparent to everyone involved.
It is possible that project members' contributions
are not visible to their colleagues. In this case,
some team members may be under the impression
of contributing more to the project's success than
others. The reasons for this imbalance can differ:
Obviously, there are work tasks that are not as
visible as others. And, one team member might
also be more extroverted than another.
Conclusion: Collaborating effectively requires the certainty among all project parties that everyone commits himself equally to a
successful outcome.
10
3. TheTeam's
Project-Team's
Image
3. The Project
Self-Image
CoTeQ-Question: ‘How well do project members pull together in order to achieve the project's goals?’
Explanation
Collaborative projects may differ strongly depending on the team's identity. A team can be characterized by a shared image,
such as a very pronounced „us-feeling“, or there can be feelings of antipathy and aversion among team members. Depending on
a team's identity, a collaboration can be successful or fail.
Especially in the context of trust-based cooperation where project partners share a common goal, it is urgently necessary for
team members to see themselves as part of the whole and to trust in each other. It needs to be understood that a collaboration
will only succeed, if everyone pulls together.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
You could…
•
There is the impression within the project that
some partners make solo efforts and possibly
benefit more than others.
•
There is a high degree of anonymity among project staff, and there are few opportunities for
team members to get to know each other personally, e.g. in face-to-face meetings.
•
Team members do not clearly recognize their
commonly achieved goals.
•
In the course of the project it may occur that
team members have made bad experiences with
some of their colleagues.
•
There might be resentments or open conflicts
among some project staff.
•
point out the common goal to the project team.
You should emphasize that this goal can only be
achieved effectively in a collaborative cooperation.
•
make clear that since the whole team sits in one
boat, it is impossible for one party to benefit
from the others' failure.
•
take team-building measures to improve the
group's identity.
•
if necessary, consider using mediation techniques in order to settle certain disputes, and
engage in conflict management.
Conclusion: A team that identifies as a whole and pulls together is able to reduce inefficiencies to a minimum.
Conclusion: A team that identifies as a whole and pulls together is able to reduce inefficiencies to a minimum.
11
4. Communication
4. Communication
CoTeQ-Questions: ‘How would you assess the technical infrastructure for communication in the project?’ and
‘Concerning the quality of communication among project partners, how well are you able to exchange and discuss views/ideas/issues with them?’
Explanation
For a project's success, communication is a critical factor. Possible challenging issues are physical distances among project members, time (considered as a resource), and it may also be difficult (especially during early stages of a project) that team members
do not know each other personally. Further, effective communication depends on the team members' language skills as well as
the use of appropriate communication tools. In other words: Communication includes social, economical, and technical aspects.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score in
this area, the possible reasons are:
Check whether…
•
The project's technical communication infrastructure is insufficient. Apart from using E-Mail
and telephone, it can be helpful to additionally
communicate via instant messaging, video telephony and video conferencing, as well as faceto-face meetings.
•
Without knowing each other personally, it may
be difficult for project partners to establish a basis for communication. Time issues might also
play a role.
•
Sometimes communication is rather difficult
among project staff due to personal reasons.
•
the existing technical infrastructure functions
well and sufficiently in order to allow an effective communication.
•
whether the given amount of time allows for an
effective communication.
•
whether there is an atmosphere of resentment,
discontentment and/or dissatisfaction among
project team members.
Conclusion: Success in a project is unthinkable without a well functioning mode of communication. An effective communication is
a precondition for the project's successful outcome.
12
5. Cultural
Aspects
5. Cultural
Aspects
CoTeQ-Questions: ’The agreed common language in the project is English / German / any other language: How effectively are
team members able to communicate in this language?’ and
‘Given a certain degree of diversity among project members (regional, national, cultural backgrounds, different corporate cultures, etc.), how does this affect a successful collaboration?’
Explanation
Challenging situations in the context of transnational collaboration projects can arise in the areas of language and cultural diversity. It is therefore necessary for team members to have adequate language skills and to get training, if needed. Furthermore,
cultural diversity is given in most working environments. This can cause problems among colleagues, if there is a lack of cultural
awareness or acceptance among team members. It is essential for project members to consider differences and behave respectfully towards colleagues.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score in
this area, the possible reasons are:
Clarify, whether...
•
•
Project partners are not able to communicate
effectively due to language problems. Having
the same language skills does not necessarily
mean that everyone speaks the same 'everyday
language'.
Project partners are not aware of the fact that
cultural differences influence communication.
That is why one team member might misunderstand his colleague's manners as rude behavior
or even misbehavior.
•
Cultural differences also involve areas outside of
work. E.g., in some countries it is common practice to spend leisure time with the colleagues
from work.
•
There might be differing interests among project
partners that are misinterpreted as cultural discrepancies.
•
the team members are able to speak the common language well enough so that collaboration
is possible.
•
meeting minutes of all important team meetings
are taken so that a debriefing is possible, if
needed.
•
all project partners are aware of their colleagues' specific cultural characteristics and specialties.
•
Organizational measures are being taken in order to balance cultural differences. Further, the
company could arrange for a social event (e.g. a
joint dinner) so that there is a chance for all
team members to get to know each other personally.
Conclusion: Without cultural knowledge and awareness, it may be difficult for team members of different cultural backgrounds
to collaborate in a project. If cultural diversity is understood as a vital resource, everyone will consider the project as
enriching.
13
6. Data
Exchange
6. Data
Exchange
CoTeQ-Questions: ‘Are you satisfied with the data flow, e.g. how urgently needed data are provided to you by other project partners?’ and
‘From your perspective, how would you assess the ratio between 'loss of expertise' and 'knowledge gain'
within the project?’
Explanation
It is essential in projects that team members exchange mentionable amounts of data. This data may contain sensitive information
and/or confidential corporate knowledge. Thus, in order to ensure a constant information flow, or to avoid knowledge drain, all
project partners are demanded to handle data exchange in a responsible and secure manner.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
You could…
•
•
•
•
Team members are not informed thoroughly
enough about when and which data are allowed
to be disclosed.
agree on transparent and obligatory rules in order
to regulate the handling of data exchange.
•
Team members need to take extensive information paths until they are able to provide data required by their colleagues.
improve the way team members communicate,
given that regulations concerning data exchange
already exist.
•
Due to various reasons (e.g. mistrust), some team
members (knowingly or unknowingly) detain required information from colleagues.
inform team members about the inbound and
outbound data flows so that everyone is able to
realistically assess inputs and outputs.
•
enhance trustful relations among project partners. Establishing trust-based relations in the project minimizes the risk of team members detaining data/information/knowledge due to reasons
whatsoever.
•
arrange an open discussion in order to raise issues about suspicious situations or even mistrust
among team members. If misuse of data exchange has actually occurred or someone's trust
has been betrayed, this is the time when measures need to be taken in terms of data protection
and an obligatory handling of data exchanges.
•
One party has the impression that the amount of
data provided to other project partners is much
higher than the data that others provide in return.
•
The measures taken concerning the protection of
corporate knowledge are too strict in order to allow a constant information flow between different project parties.
Conclusion: A regulated and fair data exchange is vital for an effective collaboration.
14
7. Interfaces & Responsibilities
CoTeQ-Question: ‚Please assess how well interfaces and responsibilities between project partners are defined.’
Explanation
Bridging interfaces between project partners (e.g. firm divisions, sites and companies) is a critical factor for a successful
cooperation. It is advisable to discuss and allocate responsibilities and competencies among all project partners, as well as
document the results in written form (e.g. contract specifications, product books, etc.). Taking precautions at an early stage
of the project is vital for cooperation.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
Clarify whether...
•
•
•
From the team members' perspectives, interfaces and responsibilities have not been defined
precisely enough.
Interfaces and responsibilities may have been
defined concisely on a management level but
these agreements have not been communicated
to the entire project staff.
Although interfaces and responsibilities have
initially been defined, in the course of the project they require modifications. The original
definitions and agreements do not meet the current requirements of the everyday project activities.
•
interfaces and responsibilities have been sufficiently defined and/or allocated.
•
the project staff is familiar with the respective
agreements.
•
whether agreements concerning interfaces and
responsibilities require modifications.
•
there are trustful relationships among project
partners. If good relationships among colleagues
exist, precise definitions of interfaces and responsibilities become negligible.
Conclusion: A project is successful if interfaces are precisely defined. Greater success is possible, if a project team is capable
of dealing dynamically with interfaces and responsibilities.
15
8. Flexibility
CoTeQ-Questions: ‘From your perspective: How do project partners deal with changes in the course of the project?’
Explanation
Extensive advance planning and (preferably) regulated processes facilitate a project's success. Although especially in innovative projects, unforeseeable changes and adjustments often become necessary. This requires a certain level of flexibility
and responsiveness among project partners in order to meet the need for modifications appropriately (within valid
boundaries).
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
Clarify whether...
•
Project partners do not respond appropriately
when project procedures urgently require modifications and adjustments.
•
The demand for flexibility and quick responsiveness in the project has not been communicated
clearly enough among team members.
•
The required changes and modifications are considered to be counterproductive among team
members.
•
Due to rather inflexible organizational conditions
and rigid control mechanisms within the project,
team members can not respond adequately to
changing requirements in the everyday project
activities.
•
the organizational structure of the project allows
an adequate balance between the requirements
for flexibility and stability.
•
all team members are aware of the project's
organizational structure as well as the corporate
culture. Project members that usually work in
rather hierarchic organizations do not necessarily have the ability to work independently and
autonomously.
•
project team members are aware of their respective 'room for maneuver'.
Conclusion: Flexibility considered as an ability to flexibly meet changing requirements is a vital factor for state-of-the-art
collaboration.
16
9. Personal
9. Personal
Contacts
Contacts
CoTeQ-Questions: ‘In
‘In order
order to
to achieve
achieve aa successful
successful collaboration
collaboration or,
or, at
at least,
least, improve
improve working
working procedures:
procedures: How
How well
well do
do project
project
CoTeQ-Questions:
partners
get
to
know
each
other
personally?’
and
partners get to know each other personally?’ and
‘What is
is your
your opinion
opinion on
on face-to-face
face-to-face meetings
meetings among
among team
team members:
members: How
How do
do they
they correspond
correspond to
to the
the propro‘What
ject's
requirements
and
demands?’
ject's requirements and demands?’
Explanation
Based on our research we know that in order to establish a trust-based collaboration, it is very important for team members to
get to know each other personally. This is a critical factor for a successful project. Personal contacts among project members
enable colleagues to anticipate their co-workers' characters, behaviors, goals, and the different ways how one works. Thus, trustbased collaboration is so much easier where colleagues do not feel like strangers towards each other. Furthermore, problematic
issues and challenging situations are much easier straightened out where team members know each other personally.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score in
this area, the possible reasons are:
You could…
• organize a 'meet and greet' workshop at the beginning of a collaboration so that project members
get to know each other, and to allow everyone to
become aware of themselves as colleagues. Possible chances and advantages of the collaboration as
well as possible risks could also be discussed in the
course of such an event.
•
It may occur that team members who are required to collaborate on a certain subject, have
never met before (e.g. due to large geographical
distances). Thus, their anonymity prevents them
from achieving successful outcomes.
•
Face-to-face meetings or opportunities allowing
for colleagues to communicate on a rather informal level might not be given due to restricted
time resources and/or financial budgets.
•
•
visualize the “team landscape”, that presents photographs and contact details of all team members.
Knowing project members' names and faces enhances a certain familiarity and is vital for the establishment of trustful relations among colleagues.
There might be personal dissonances among
project members.
•
•
If too many meetings are scheduled, this can put
a strain on the team members involved.
provide for opportunities previous or subsequent
to project meetings where team members spend
some time together so that they get to know each
other better.
•
try to determine whether too many (time consuming) meetings are scheduled. If so, then it might be
helpful to narrow the number of scheduled meetings (e.g. by splitting fields of activity).
Conclusion: Personal contacts are essential among project members so that a collaboration is effective and successful. This
should not be underestimated.
17
10. Trust
CoTeQ-Questions: ‘How reliable do you find your project partners' statements?’ and
‘What is your opinion on the bond of trust among project partners?’
Explanation
Trustful relations among colleagues in a collaboration project provide significant advantages: Regulatory demands and requirements for control can be reduced, thus transaction costs decrease. Further, trust enhances the ability of a project team to work
together efficiently, creatively and in a stable manner. Nevertheless, trust can also be misused, in order to enforce individual interests. In practice, it is very common for project partners to mistrust one another. After all, the different firms and persons involved in the cooperation are often exposed to fierce competition. This is why, unfortunately, the advantages of trust are never
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score in
this area, the possible reasons are:
Clarify whether...
•
Project partners are perceived as unreliable.
•
There are no trustful relations among project
partners.
•
The cooperation is perceived as a permanent
competition, and/or as a situation of enduring
conflicting interests.
•
Conflicts and challenging issues remain undiscussed.
•
Mistrust has evolved as 'modus operandi'!
•
in the past, commitments to the project were
not fulfilled by certain team members.
•
project partners have at their disposal appropriate methods to communicate effectively, and
whether sufficient options for knowledge transfer exist (also see topics 4 and 6).
•
the different project parties perceive themselves
as competitors rather than partners.
Conclusion: Trust transforms a project into a collaboration. Building trustful working relations requires time and needs to be animated by the persons that seek to work collaboratively and successfully.
18
11. Social Climate
CoTeQ-Questions: ‘How would you assess the current social climate in the project?’ and
‘What is your opinion on the handling of mistakes that occur in the project?’
Explanation
A good social climate and respectful relationships among team members are vital factors for an innovative and successful
collaboration. The quality of the working atmosphere becomes visible, when challenging issues arise in the course of the
project. Such challenges can be personal discrepancies among project members as well as problems or obstacles in the
work process that remain unsolved, etc. Whereas a positive atmosphere promotes project members' ability to perform
and their motivation, a poor social climate on the contrary affects both motivation and performance and also has a negative impact on people's health.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
Clarify, whether…
•
team colleagues know each other personally
and value each other.
•
the team seeks for solutions rather than guilty
parties when problems arise or mistakes have
slipped in
The main focus in the project seems to lie on
challenging issues, risks, and/or time and cost
pressure.
•
not only failures and delays are being communicated but also positive achievements of the cooperation.
•
Successful achievements brought by the cooperation are not communicated to the project
team.
•
additional measures concerning team building
could be useful in order to approve the social
climate among project members.
•
As soon as problems arise or mistakes are
made, team members rather search for guilty
ones instead of finding solutions.
•
you can be of assistance when it comes to tackling mistakes (e.g. arranging for a mediation).
•
There are personal conflicts between some project members.
•
The different project parties blame each other
for occurring problems.
•
The team members do not know each other
personally.
•
Conclusion: A good social climate in the project is an indispensable condition for an effective collaboration.
19
12. Benefits
CoTeQ-Questions:
CoTeQ-Questions: ’From
’From your
your point
point of
of view:
view: How
How does
does your
your company
company benefit
benefit from
from taking
taking part
part in
in such
such aa project/
project/ collaboracollaboration?’ and
and ’Chances and risks that result from such a collaboration, how evenly are they distributed
tion?’
’Chances
and risks
that result from such a collaboration, how evenly are they distributed among project
among
project
members?’
members?’
Explanation
In a successful trust-based cooperation it is essential that all project partners may benefit from their commitment. In order
to achieve a good social climate within the project, each project partner needs to recognize his respective advantages and
possible gains. Ideally, the cooperation project is a win-win-situation.
CoTeQ-Score
Recommended Course of Action
If the results of your CoTeQ-survey show a low score
in this area, the possible reasons are:
You could…
•
The possible benefits obtained by the collaboration are assessed as too limited.
•
Possible benefits and advantages of the collaboration are obvious to team members, but
chances and risks are not spread evenly among
project partners.
•
In the run up of the project, possible benefits
brought by the collaboration have not been
pointed out.
•
The project members are not convinced of the
predicted benefits.
•
(e.g. in a meeting) point-out clearly the win-win
situation of the collaboration project and document this in written form.
•
discuss the distribution of chances and risks
among project partners and – if required – admit changes.
•
In order to clarify existing reservations among
project partners, try to detect these.
Conclusions: Without clearly pointed out benefits, project members will not be able to value the advantages of a collaboration, and thus it will be difficult to establish an efficient work flow.
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13. Open Question
CoTeQ-Question: ‚Are there – in your opinion – any other important subjects concerning this cooperative project, that need
to be discussed among the project partners?’
Explanation
At the end of the CoTeQ-Survey, team members have the opportunity to discuss topics and issues that have not been covered by the previous questionnaire. This open question is an indispensible part of a team's self-analysis. Hence, it is in the
open question where concrete issues can be raised that are significant for the project's progress.
Interpretation
Recommended Course of Action
Read carefully through all project members' statements. Do not omit any items in a subsequent team
meeting. Team members expect you to take their
statements and opinions seriously. If you have received a large amount of responses, try to sort them
by different subject areas in order to diligently cover
all concerns.
The actions that need to be taken, strongly depend
on the concerns and statements given in this section.
That is why, beforehand, we can not make any recommendations.
Conclusion: Be diligent to listen closely to what team members have to say. Team members’ statements enable you to discover a large scope for improvements in the project!
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IV. Terms of Use and Data Protection
All data produced during the usage of CoTeQ will be treated strictly confidential.
The use of CoTeQ is free of charges. However, its application supports scientific research about
quality of cooperations within teams. The involved institutes (Fraunhofer IAO, IFS München and
the Institute for Sociology, TU Darmstadt) reserve the right to analysis the data that have been
gathered by companies which apply CoTeQ, for scientific purposes. No data will be handed to any
third parties. The data set will be anonymized and presented in case of publishment in the form of
scientific papers or presentations. No conclusion to any participating company will be possible at
any time. The research staff is bound to scientific code of ethics.
Further information about data privacy is available here:
https://www.trust.iao.fraunhofer.de/english/admin/index.php
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